This document outlines a methodology for using Theory of Constraints (TOC) to help government agencies achieve better, faster, and cheaper services. It begins with identifying the system goal of improving service quality and coverage while reducing avoidable costs and investment. Next, it discusses using TOC's five focusing steps to identify the system constraint, decide how to better exploit it, subordinate other parts of the system, and elevate or break the constraint if needed. Three case studies are presented showing how TOC has helped achieve better quality and coverage of solid waste services, faster delivery of affordable housing, and cheaper emergency relief services. Metrics are discussed for measuring improvements. The document argues that applying TOC to critical areas like infrastructure, agriculture, and
Pertemuan 05 Desain Barang dan Jasa.
Reference: Jay Heizer
dalam bab ini membahas mengenai desain barang dan jasa sert pengembangannya.
membahas bagaimana PLC (Product Life Cycle) berperan dalam pengembangan produk. Quality Function Deployment bagaimana produk fokus kepada konsumen. dsb
Profile Business of Unilever Indonesia
1. History
2.Business Coverage
3.Vision/Mission
4.Organization
5.Customers
6.Competitors
7.Supply chain proses
*please request to download this*
thanks,
Uncertainty in the judicial process. Overcoming superstitions - Audrius Cinin...commonsenseLT
Audrius Cininas, The judge of Vilnius district court (Lithuania) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- Orthodoxical legislation is a constraint.
- Buffer issue. How much time the new case should be "matured" before pretrial and trial proceedings begin.
- Reducing of the waste time of the judges. Hearings versus paperwork.
- Are judges really a constraint of the judicial system?
- Criteria of efficiency and quality of judicial proceedings and rulings.
More information - http://pse.lt
Justice in Time: applying TOC to the law courts system in Israel - Shimeon Pa...commonsenseLT
Shimeon Pass, expert in Value Enhancement and implementation of advanced management concepts (Israel) @ @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- Eliminating judges' wasted time and the complete kit concept.
- Continuous hearing of evidence sessions.
- Can a case be approached as a project?
- Is 'fair' distribution of dossiers among judges really effective?
- Written or oral summations?
- How 'long' should the verdict document be?
- The role of legal aides.
- Controlled release of dossiers to the judges by the double Drum-Buffer-Rope (dDBR) mechanism.
More information - http://pse.lt
Pertemuan 05 Desain Barang dan Jasa.
Reference: Jay Heizer
dalam bab ini membahas mengenai desain barang dan jasa sert pengembangannya.
membahas bagaimana PLC (Product Life Cycle) berperan dalam pengembangan produk. Quality Function Deployment bagaimana produk fokus kepada konsumen. dsb
Profile Business of Unilever Indonesia
1. History
2.Business Coverage
3.Vision/Mission
4.Organization
5.Customers
6.Competitors
7.Supply chain proses
*please request to download this*
thanks,
Uncertainty in the judicial process. Overcoming superstitions - Audrius Cinin...commonsenseLT
Audrius Cininas, The judge of Vilnius district court (Lithuania) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- Orthodoxical legislation is a constraint.
- Buffer issue. How much time the new case should be "matured" before pretrial and trial proceedings begin.
- Reducing of the waste time of the judges. Hearings versus paperwork.
- Are judges really a constraint of the judicial system?
- Criteria of efficiency and quality of judicial proceedings and rulings.
More information - http://pse.lt
Justice in Time: applying TOC to the law courts system in Israel - Shimeon Pa...commonsenseLT
Shimeon Pass, expert in Value Enhancement and implementation of advanced management concepts (Israel) @ @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- Eliminating judges' wasted time and the complete kit concept.
- Continuous hearing of evidence sessions.
- Can a case be approached as a project?
- Is 'fair' distribution of dossiers among judges really effective?
- Written or oral summations?
- How 'long' should the verdict document be?
- The role of legal aides.
- Controlled release of dossiers to the judges by the double Drum-Buffer-Rope (dDBR) mechanism.
More information - http://pse.lt
Effective procurement of construction and major investment projects: give you...commonsenseLT
Ian Hepinstall, MD of PMMS Middle East (UAE) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- In order to significantly reduce project duration and cost the procurement approach also needs changing.
- The proven approaches to selection and procurement that really work.
- How to deliver projects on-time in less time, to budget for lower cost, and without compromising on scope and quality?
- What habits will need to be changed, and what suppliers will need to be coached and developed?
- How to spend the same as you do today, but giving your citizens 25% more improved roads, parks and systems that enhance their daily lives?
More information - http://pse.lt
Tele2: private experience for public sector - Andrius Baranauskas @ PSE 2013 ...commonsenseLT
Corporate Communications Director Baltics at Tele2 @ @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- Effectiveness is the key
- Time is the single non-renewable resource in the world
- Our way of doing things in less time
- Procurement is an indicator
More information - http://pse.lt
Electronic public procurement: a way to buy more effective - Rasa Noreikienė ...commonsenseLT
Rasa Noreikienė, Vice Minister of Economy of the Republic of Lithuania (Lithuania) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- 13% of Lithuanian GDP is spent for public procurement. How to increase effectiveness of those expenses?
- How can we benefit from moving to electronic only public procurement?
- Why is it worth to buy in centralised way?
- How did Lithuania succeed to reach 90% of public procurement tenders are electronic?
- Why do we support EU initiative to move to absolutely electronic procurement process: from the tender announcement to the payment?
More information - http://pse.lt
Raising Performance of Courts in Difficult Times - Kevin Sadler @ @ PSE 2013 ...commonsenseLT
Kevin Sadler, Director of Civil, Family & Tribunals, Her Majesty's Courts and Tribunals Service (United Kingdom) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- How despite the impact of the global economic situation HMCTS delivers a more efficient service.
- How it brings significant savings through the embedding of continuous improvement practices at the same time.
- What are HMCTS plans to achieve even more in the coming years through a more radical approach.
More information - http://pse.lt
Maximizing “Profit” in a Non-profit Organization - Milda Dargužaitė @ PSE 201...commonsenseLT
Milda Dargužaitė, Managing Director, Invest Lithuania @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- Identification of main problems and bottle necks.
- Strategy Development.
- Strategy Implementation: Setting up goals, Process Optimization and Competencies Allocation.
- Results Achieved After one Year.
More information - http://pse.lt
Enhancing the performance of public healthcare systems: achieving more with e...commonsenseLT
Shimeon Pass, expert in Value Enhancement and implementation of advanced management concepts (Israel) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- Dealing with the complexity of the full scale hospital.
- How can we better synchronize the in-coming stream of patients (from the ER to the internal medicine wards) with the release of patients from wards?
- How do we eliminate the wasted time of physicians and nurses?
- The complete kit concept in ORs, imaging clinics, admission processes and requests for expert opinion.
- Time-based control over the progress of the treatment plan.
- How do we eliminate unnecessary (and risky) waiting times of patients?
More information - http://pse.lt
How to Implement TOC Principles and Tools in State Government and Achieve Gre...commonsenseLT
Kristen Cox, Executive Director, Governor’s Office of Management and Budget (USA) & Greg Gardner, Director of Operational Excellence for Utah Governor’s Office of Management and Budget (USA) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- Overview of the SUCCESS Framework.
- Introduction of Utah’s measurement criteria.
- Introduction to the SUCCESS Management Information System (SMIS).
-Utah’s use of additional tools to assist agencies achieve great results.
-Utah’s progress to anchor the budgeting process to performance.
- Status of implementing the SUCCESS Framework across Utah’s 24 Cabinet agencies.
More information - http://pse.lt
Increasing government's capacity to do more good - Ken Miller @ PSE 2013 Viln...commonsenseLT
Ken Miller, Founder of the Change and Innovation Agency (USA) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- The one and only thing government needs to focus on to get out of this crisis.
- How government can perform its vital functions 80% faster at less cost with better quality.
- The DNA of government complexity and how we can genetically modify it.
- How to spot the “moldy” thinking that is making us all sick.
- How to get rid of 40% of your agency’s workload.
- Where the hidden costs of government are.
- What the next generation of customers and employees are going to do to your operations.
- Why technology isn’t the answer.
More information - http://pse.lt
How to Achieve Superior Performance Improvement by Integrating Constraints Ma...commonsenseLT
Dr. Bahadir Inozu, CEO, NOVACES, LLC (USA) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- Focusing on everything is synonymous with not focusing on anything.
- Flow concept in public sector.
- Complementary features of Integration of best practices.
- Purpose, focus and application guidelines of Constraints Management, Lean and Six Sigma.
- Reaching operational excellence: systematic tools that turn any organisation into Best-In-Class one.
More information - http://pse.lt
Increase quality, decrease stress in a hospital - Pieter E. Buwalda & Gijs An...commonsenseLT
Pieter E. Buwalda, Manager Hospital Operations Programs, Nij Smellinghe Hospital in Drachten (The Netherlands) &
Gijs Andrea, Consultant, implementor, trainer at House of TOC, Education Implementation Management Consultancy (The Netherlands) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- How to improve the quality of healthcare services using managerial tools.
- How to improve the quality of care AND decrease the workload on nurses and doctors with the same amount of patients treated.
- How to decrease occupation of beds?
- How to decrease length of stay?
More information - http://pse.lt
Real TOC: why implementations fail and what to do about it.HumbertoRB
Why successful Theory of Constraints (TOC) implementations fail after some time? Is there a common theme that jeopardise all TOC Implementations? In this presentation I answer these questions and propose criteria to avoid the pitfalls of successful implementations.
Retail toc get your hands dirty in the implementation - humberto baptista v1.0HumbertoRB
Implementing TOC on Retail demands attention to specific characteristics of this environment. Discover the new elements and the logic behind them in this presentation.
Konferencijos dalyvių diskusija: Papildomo sveikatos priežiūros finansavimo š...commonsenseLT
- Sveikatos priežiūros paslaugų poreikio ir finansavimo tendencijos.
- Papildomas sveikatos priežiūros paslaugų finansavimo šaltinis ir jo įteisinimo tikimybė.
- Kreipimasis į suinteresuotas šalis dėl papildomo finansavimo ir efektyvumo didinimo priemonių taikymo.
Kodėl vyriausybės sužlugdo viešojo sektoriaus reformas (ir kodėl kartais ne) ...commonsenseLT
Remigijus Šimašius, LR Seimo narys, buvęs Teisingumo ministras (Lietuva) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- Kiekvienai reformai įvykti reikia, kad ją palaikytų politikai, valstybės aparatas ir visuomenė.
- Dažniausiai kurio nors elemento tiesiog nėra.
- Kaip užtikrinti pokyčių įgyvendinimą pasinaudojant paprasta politinio veikimo etikos taisykle: 'Sakyk, ką ruošiesi daryti, daryk, ką sakai'.
- kaip padaryti, kad žmonės iš oponentų ar indiferentiškųjų rato taptų reformos palaikytojais.
- kaip elgtis, kai palaikymas yra dalinis, ir kaip užtikrinti, kad jis atsirastų vėliau.
- Patirtis diegiant verslą prižiūrinčių institucijų veiklos reformą Lietuvoje.
Daugiau informacijos - http://pse.lt
Kaip pagydyti sveikatos priežiūros įstaigas? Simptomai, kertinės priežastys i...commonsenseLT
Stasys Gendvilis, Lietuvos gydytojų vadovų sąjungos prezidentas (Lietuva) & Mykolas Truncė, sveikatos priežiūros įstaigų vadybos ekspertas (Lietuva) @ TOCICO International Public Sector Effectiveness Conference 2013 Vilnius
- Nepakankamas finansavimas - lėtinė liga ar trumpalaikis uždegimas?
- Milžiniškas medikų darbo krūvis už menką atlyginimą - kas laukia dar neemigravusiųjų?
- Medikų ir visuomenės supriešinimas deklaruojant nemokamą gydymą.
- Nepakankamo efektyvumo aptarnaujant pacientus priežastys.
- Lietuvos sveikatos priežiūros įstaigų valdymas: kaip vertinti veiklos rezultatus ir pokyčių veiksmingumą?
Daugiau informacijos - http://pse.lt
Using Theory of Constraints in ServicesBusiness901
The Business901 Podcast Transcription features John Arthur Ricketts, a distinguished engineer at IBM Corporate Headquarters. As a consulting partner and technical executive, he has dealt with many services management issues, including those faced by clients in their own services businesses. His work in applied analytics led him to become a focal point on Theory of Constraints (TOC), and then to delve deeply into its potential for services management.
John is very informative with a practical approach to applying TOC to services. I believe anyone involved in continuous improvement field will benefit from this podcast.
Increasing Sales Productivity with Social SellingKurt Shaver
For sales managers and sales leaders from Kurt Shaver of The Sales Foundry. Get a free assessment of your sales team's LinkedIn skills at http;//bit.ly/Assess_My_team
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the SANZ UNDESD Future Dialogues. 17 November 2008
How do you know what your future market will look like? How can your business model adapt? And how can it help your business? Explore these questions using Horizons, a practical tool to help identify and think through the big environmental and social trends and issues.
The Abolition of Aging - An update for 2022.pdfDavid Wood
Slides used by David Wood, Chair of London Futurists, in his presentation on 24th March 2022 for the Church of Perpetual Life. The presentation weighed up arguments for and against the possibility of widespread low-cost access, by 2040, of treatments providing comprehensive rejuvenation (reversal of aging) in both body and mind. In particular, the presentation looks at how that balance of probabilities has shifted in the six years since these arguments were first aired in the 2016 book "The Abolition of Aging".
A recording of this presentation can be viewed at https://www.youtube.com/watch?v=iSETLmTKzqg
Sound strategic planning is rarely practiced in most organizations today, and at a critical time when the world is changing dramatically, it has never been more necessary.
(Bill Halal)
Transition towards a money-less society - End of the Chaos PhaseMaxime Bouillon
After five meetups, we are glad to announce that we finally reach the end of the Chaos Phase and will soon be able to transfer to the Concept Phase!
This presentation aims to show you where we are at and what we look forward.
Please feel free to react on it and share your opinion on the project, the process and the goals!
Find us:
Facebook: https://www.facebook.com/transitiontowardsmoneyless/
Meetup: https://www.meetup.com/transition-towards-a-moneyless-so…/…/
LinkedIn:https://www.linkedin.com/groups/13524929
YouTube: https://www.youtube.com/watch?v=iDc7NY2l1Xo&t=0s (9min harvest of last session)
Warm hugs to all of you,
Max for Transition towards a money-less society
All videos available on YouTube here:
https://www.youtube.com/watch?v=QqhUcwg6ZXQ&list=PLBH1fZ9CbRsCU8JnpUe9NNaET3qQ0RPTV
Similar to How to Identify and Unlock inherent potential within government to achieve more with less in less time - Alan Barnard @ PSE 2013 Vilnius (20)
Kaip ženkliai padidinti pardavimus vidaus ir eksporto rinkose (II dalis)commonsenseLT
"Verslo žinių" kvietimu savo patirtimi dalinasi vienos sėkmingiausių eksporto bendrovių „Rifas” gen. direktorius Aidas Šetikas ir Mindaugas Voldemaras, vadovaujantis eksporto didinimo paslaugas teikiančiai įmonei „TOC Sales and Marketing”.
(įrašas darytas Kaune 2015 m. gruodžio 11 d.)
- Dvi pardavimų strategijos: kai turi laisvų gamybinių pajėgumų ir kai jų neturi;
- Kodėl verta tarti “sudie” senam geram klientui (arba kodėl miegama su atšalusiais lavonais);
- Matai, rodikliai ir sprendimai pardavimuose: ką žinoti vadovui, ir ko geriau nežinoti;
- Kodėl CRM įsidiegimas niekada nepadidina pardavimų ir kodėl magnetinė lenta kur kas geriau (demonstracija);
- Iš kur gauti potencialių klientų kontaktus ir ką daryti vėliau, kai jie nekelia ragelio ir neatsako į laiškus;
- Kiek kainuoja eksporto pardavimai vidutinio dydžio Lietuvos įmonei ir kiek trunka laukti „break even” (realūs pavyzdžiai);
- Penki „taip, bet”, stabdantys lietuviškos įmonės eksporto augimo tempus.
Kaip ženkliai padidinti pardavimus vidaus ir eksporto rinkose?commonsenseLT
Pranešėjai:
Aidas Šetikas, UAB „Rifas” gen. direktorius, kartu su komanda pavertęs šią įmonę iš lokalaus gamintojo į pasaulinio lygio eksportuotoją. Per pastaruosius trejus metus UAB „Rifas” išaugino eksporto apimtis 3,5 karto, gamybos veiklą pavertė pelninga, tapo nuolatiniu tiekėju tokioms kompanijoms kaip „Danfoss" ar „General Electric" etc.
Mindaugas Voldemaras, UAB „TOC Sales and Marketing” direktorius, „Verslo klasės” autorius. Jo vadaujama kompanija padeda eksportuotojams ženkliai padidinti pardavinėjimo pajėgumus pertvarkydama rinkodaros ir pardavimo veiklą pagal Lean ir TOC principus bei užtikrindama nuolatinį pardavimų srautą.
Pranešimas parengtas "Verslo žinių" prašymu.
Pranešimo vaizdo įrašas: http://www.toc-marketing.lt/vadovu-pusryciai/
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
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➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
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➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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https://viralsocialtrends.com/vat-registration-outlined-in-uae/
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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Youtube – https://www.youtube.com/startuplviv
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This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
12. What to Change to?
CALL for ACTION – What we can and should do to help prevent scarcity crises
There are only really three (complimentary) ways to prevent any looming
resource scarcity crises:
1. Slow down population and urbanization growth rate
(demand) to ensure resources will last longer and more people can
improve their quality of life and life expectancy
2. Find ways to ―do more with less in less time‖ to get more out of
our scarcest and most finite resources (i.e. better exploit what we
have…and not waste it)
3. Accelerate the development of the necessary infrastructure to
meet demand…and secure financial & human capital for funding
these…
Here is how TOC can help do (2) and (3)…
15. What to Change to?
How to achieve MORE with LESS in LESS TIME using TOC…
―In GOD we all trust…the rest must bring DATA!‖
Necessary Cost
or Investment
Dr. Edwards Deming
Unnecessary /Wasted
Cost or Investment
100%
CCR
Total Lead Time
∆LT GAP
―Touch‖ time
60%
∆T GAP
Lost
Throughput
(CCR Time)
Current System
Throughput
Delays / Unproductive time
1. Potential to ↑ Throughput (with same resources): 20 to 100%
Current Reality: System Throughput vs. Avail Constraint Capacity is typically <60%
Unlock Inherent Potential: Get Throughput = Capacity Constraint Potential + Capacity Buffer
2. Potential to ↓ Lead Time & ↑ DDP/Availability: 20 to 80%
Current Reality: “Touch Time vs. Total Lead Time” ratio is <20% and Typical DDP/Avail < 80%
Unlock Inherent Potential: Get Total Lead Time to be equal to Touch Time + Time Buffer
3. Potential to ↓ “Unnecessary” Costs/Investment”: 10 to 25%
Current Reality: Typical “Unnecessary Cost & Invent” / Total Costs & Invent is 10 to 30%
Unlock Inherent Potential: By doing (1) & (2) reduce Unnecessary Cost & Investment
Doing
MORE
BETTER
in
LESS TIME
FASTER
with
LESS
RESOURCE
CHEAPER
If we increase Flow Rate and reduce Flow Time we also see reductions in “expediting
related” costs and capex to ACHIEVE MORE with LESS in LESS TIME
17. How to cause the Change?
Where should we focus on scarcest resource – management time/attention?.
Where do you think improvement is needed most?
• For-Profit Organizations (to ensure economic growth)
• Education System (to reduce critical Skills Shortages)
• Health System (to improve health and quality of life)
• Agriculture (to ensure Food Security)
• Mining (to ensure availability of natural resources)
• Energy (to fuel economic growth)
• Airports / Seaports / Road (to reduce congestion, delays)
• Accelerating time-to-market of new technologies/drugs
• ???
20. TOC 5-Day Constraint & Conflict Analysis Roadmap
Finding and challenging limiting assumptions in inclusive way
Performance
Metric 1
Performance
Metric 2
Performance
Metric 3
STEP 1 (Day 1)
WHY CHANGE?
System Goal, Constraint, Gap & UDEs
DEMAND
UDE 5 (2%)
UDE 4 (3%)
UDE 3 (10%)
UDE 2 (15%)
UDE 1 (20%)
∆Impact on Goal Units?
STEP 4 (Day 4)
HOW TO CAUSE THE
CHANGE?
CURRENT
SUPPLY
STEP 2 (Day 2)
WHAT TO CHANGE?
Conflicts & Current Reality Tree
GAP?
STEP 5 (Day 5)
HOW TO MEASURE &
CREATE POOGI?
UDE 3
Conflicts
Need
Action
Need
Action
Action
Need
UDE 3
Goal
Need
Goal
Action
Need
UDE 5
Action
Action
Implementation Roadmap
Need
New Win/win Solution
in Place
Need
(and new START & STOP rules)
Yes, but…
OBS 5
IO 5
Yes, but…
OBS 3
Yes, but…
Yes, but…
IO 1
DE 3
Where we are now?
Need
Goal
Action
UDE 4
Need
Action
Action
Need
Stop
Need
Goal
DE 5
STOP
START
Core Conflict
DE 2
Yes, but…
IO 2
UDE 1
Conflicts
Action
Action
UDE 1
Future Reality Tree
IO 4
OBS 2
OBS 1
STEP 3 (Day 3)
TO WHAT TO CHANGE?
OBS 4
IO 3
Action
DE 4
DE 1
PUDE
New Win/win
Need
Yes, but…
START
Goal
Need
STOP
START
Need
UDE 2
Need
Goal
Need
Action
Action
Goal
Goal
UDE 2
Conflicts
21. Case Study 1 – Background
Solid Waste Crisis in African City Councils
• In January 2007, after a TOC Spearhead Conference in Bonn, a partnership
was formed between Goldratt Research Labs and InWEnt (Capacity Building
International, Germany)
• The Objective of the partnership was to test (through a series of selected
pilots) whether a simplified TOC approach can be used to help Cities
―Do more with Less in Less Time―
• The Pilots selected formed part of InWEnt‗s ―Global Cooperation for
Sustainable Urban Development― Program, 2005-09 done in cooperation with
UN-Habitat ―Sustainable Cities Programme― and UNEP ―Localizing Agenda 21―
• The Pilots Sites include cities from Zambia, Kenya, Nigeria and Tanzania and
involved the ―Solid Waste Management― and ―Water Supply Management―
Systems within these cities.
• The pilots were selected as current problems within Waste Management &
Water Supply had major negative consequences for millions of citizens and the
environment since the GAP between DEMAND and SUPPLY in city
infrastructure are not only very large but growing...
22. Case Study 1 – Background
Solid Waste Crisis in African City Councils
• In most countries, Governments are responsible for ensuring
that garbage is collected, transported and disposed of in a
safe and environmentally friendly manner.
• Common practice is for Private Contractors to collect waste
from private businesses and households in formal areas and
Community Based Enterprises to collect waste from informal
areas.
• But often in developing countries these services are not
extended to the very poor because they live in areas that are
difficult to access or they cannot pay for the service.
23. Case Study 1 – Background
Solid Waste Crisis in African City Councils
• As a result huge piles of rubbish can be found throughout
poor settlements, making poverty, persistent ill-health and low
environmental quality part of everyday life.
WARNING GIVEN TO TOC FACILITATORS
• There will be 50-60 participants, high distrust between
them, some will be there only to receive daily allowance and
traditionally there is high drop-out rate throughout workshop
24. Step 1 – Why Change?
Large & Growing GAP between Supply & Demand
Growth in
Waste Created (Demand) vs. Waste Collected (Supply)
2015
Population = 4,000,000
GAP2015
= 1800 t/day
2005
Population = 2,000,000
Independence
Population = 200,000
GAPtoday
= 700- 800
t/day
Waste
Collected
(Very) Ambitious Target = Close the GAP and keep in closed
25. Day 1 Review
Key Insights of Theory of Constraints
1. Organizations need to improve at the same
rate as what the demand for their product /
service is growing (the red curve)
2. Organizations must find ways to achieve this
improvement (Growth) without jeopardizing
Stability (i.e. every Change = System Improvement)
3. In order to achieve this, organizations should:
a.
b.
c.
FOCUS their limited resources on the System
Constraint or Weakest Link (using 5FS).
FOCUS on finding out to better EXPLOIT OR
ELEVATE the System Constraint (using TOC
Thinking Processes)
All stakeholders contribute to resolve conflicts
blocking them to contribute to better EXPLOIT and/or
ELEVATE system constraint, and identify and
overcome possible negatives of these changes
and/or implementation obstacles
26. Step 1 – Why Change?
The constraint and UDE’s that makes closing the GAP difficult
Citizens
Business
Inspectors
WASTE CREATION
CBE
Contractors
WASTE COLLECTION
Constraint?
The Problem(s)
UDE 8: Govt Depts lack of budget
UDE 7: Resident don’t (want to) pay
UDE 6: Service too expensive
GAP
UDE 5: People dump/burn illegally
700- Waste Bins/Skips avail
UDE 4: No800 ton/day of
“Root Causes”
Lack of awareness
Poor / No Enforcement
Waste not collected
UDE 3: Frequent Eq break down
No Equipment / too old
UDE 2: Cannot access all areas
UDE 1: No service in some areas
Low/No Subscription Rate
Actual Collection
= 200-300t/day
Inspectors
City Councils
WASTE DISPOSAL
Traditional
Solution(s)
Awareness Campaigns
Stricter enforcement of
By-Laws
Get external Funding to
buy/build necessary
infrastructure
More Awareness
Campaigns
i.e. THEY JUST NEED MORE MONEY and
MORE EDUCATION…
27. Day 1 Summary of “Why Change?”
Your Undesirable Effects that make closing GAP difficult…
Complaint
Why it is Bad?
UDE making improvement Difficult
Stakeholder
Impact on rest of System
Some Franchise contractors don’t
meet demand even if residents pay
City looks dirty, becomes unattractive to visitors
and we don‘t get investments we need
Inadequate storage facilities in some
areas
Bins are overloaded / residents start disposing
waste with pits or fires causing pollution
Authorized contractors / CBE‘s do not get enough
income to make their business viable
No service provider in our area or (if
provided) Service provided is
unreliable
Civil
Society
Some people don‘t care – just
continue with indiscriminate dumping
Some residents use unauthorized
contractors / don‘t know authorized
City
Council
Residents get negative attitude, waste piles
up and all good starting efforts go to waste
Forced to use illegal alternatives to dispose
(pits/fires) or to dump
Service too expensive (we must
pay school fees. food etc)
Forced to use illegal alternatives to dispose
(pits/fires) or to dump
We pay but others don‘t
CBE can‘t afford to provide service and waste
piles up causing sick children etc
Even if we don‘t pay, nobody cares
No enforcement, encourages non payment
28. Day 1 Summary of “Why Change?”
Your Undesirable Effects that make closing GAP difficult…
Impact on rest of System
Takes long time to recover debt, Many
residence don’t subscribe and even those
that did stops then waste builds up
Low subscription by residents (cant
afford it , don‘t care or expect it for free)
Compromised economies of scale
Waste dumped in drains or next to roads
must be collected
Nobody pays for this – the more it happens the
more difficult to recover costs / waste piles up
No ―tax holidays‖ / no cheap finance
Cannot maintain or upgrade old equipment
Trucks cant access all the areas
Cant provide service (cant honor contract) &
waste piles up or illegal disposal / dumping
Some people just don‘t pay (think it
should be free or don‘t care)
Community
Based
Enterprise
Why it is Bad?
Lack of effective enforcement of the
law (cant collect debt)
Franchise
Contractor
Complaint
UDE making improvement Difficult
Stakeholder
Waste piles up, resulting in health &
environment risks and CBE not sustainable
Some people want to pay but cant
afford to
Can’t provide service which mean waste
piles up or illegal disposal / dumping at
night
Some people don‘t know they should pay
or don‘t know consequences
Cant provide service which mean waste piles
up or illegal disposal / dumping
Trucks cant access all the areas
Cant provide service which means waste piles
up or illegal disposal / dumping
29. Step 2 – What to Change?
Insights on finding the Core Conflict(s) that explain most UDEs
“Define a problem precisely and you are half way to a solution”
Alan’s Hypothesis: We have not “defined a problem precisely” unless we’ve defined the
pair of unresolved (systemic and symptomatic) conflicts related to the problem…
Example: The Problem: Very high finished Goods Inventory…
Check: Impact on Company as a whole?
Increase Working
Capital / Reduce
Cash Flow
Supply Chain
Manager
Be a Good
SCM
Maintain
Lowest
Cost/unit
Pressure to
Pressure to
Make to
Reduce
Forecast
Systemic Conflict
Reduce
Invent /
Working
Capital
Increase
Warehouse &
Distrib. Costs
Pressure to
Make only
to Order
Very High
Finished
Goods
Inventory
(WH Full)
Prices
Reduce
Inventory /
Working Capital
Symptomatic Conflict
Pressure to
NOT Reduce
Prices
Maintain fair
Margins
Sales
Manager
Be a Good
Sales
Manager
30. Step 2 – What to Change?
The Unresolved Conflicts associated with UDEs
Systemic Conflicts
UDE(s)
City Council
Not Enforce
By-Laws / Not
Educate more
Ensure
Resident pay /
Viable SWM
System
Be a Good
City Council
Not cause
Civil Unrest /
Not exceed
Budget
UDE 7:
Resident don’t
(want to) pay
Community
Based Enterprise
Be a Good
Citizen &
Parent
Dispose of
waste using
illegal means
(Food, Educ etc)
Be a Good
Citizen (help
make CBE
viable)
Only dispose
of waste with
legal means
UDE 5:
People dump
/burn illegally
Stop
providing
Service to
non-payers
Ensure
Viability of
WMU /
Contractors
Continue to
provide
service
Enforce Bylaws /
Educate more
Use Money
on only
Priorities
Symptomatic Conflicts
Ensure Health
for all
Increase Price
/ Stop
providing
service
Make CBE
Viable
Business
Not increase
Price /
Continue
service
Ensure
residents pay
Be a Good
City Council
Be a Good
Community
Based
Enterprise
31. Step 2 – What to Change?
The Unresolved Conflicts associated with UDEs
Systemic Conflicts
UDE(s)
Symptomatic Conflicts
Contractors
Not invest in
new/more
Trucks
Satisfy
Service
Agreement
with CC
Be a
Good
Contractor
Maintain
positive
cash-flow
Satisfy
Service
agreement
with CC
Not invest in
new / more
trucks
Invest in
new/more
trucks
UDE 3:
Frequent Truck
break downs
Invest in
new /more
Trucks
Maintain
positive
cash-flow
Use illegal
methods to
dispose of waste
Not allow
waste Buildup
Be a
Good
Contractor
Residents
Stay within
Budget
Be a good
City
Council
Provide
service to all
areas
Not add
more Infrastructure
Add
sufficient
infrastructure
UDE 1:
No service in
some/ most
areas
Use only
legal ways
Resident
don’t (want
to) pay
Be a Good
Citizen and
Parent
32. Day 3 Summary of “What to Change to?”
Breaking the Core Conflicts in Solid Waste Management System
Enforcement Conflict
Service Provider Conflict
Manage City Council
SWMU well
Manage Service
Provider /CBE well
now and in the future
now and in the future
Must not
Waste money or
Resources
Must have
Ensure
Compliance
Pressure to
Must
Must
Reduce Cost /
Risk
Meet Service
Demand/SLA
Pressure to
Pressure to
Pressure to
Don‘t Enforce
We have FAIR and (Self)
Enforce (Don‘t
(Tolerate/give more
tolerate nonENFORCEABLE By-Laws
time/educ)
compliance)
Not invest We know when & where to
/ spend
Invest / Spend more
moreinvest and when not to…
Pricing Conflict
Payment Conflict
Manage Pricing Authority
well
Be a Good Citizen
now and in the future
now and in the future
Must
Recover full cost
+ margin
Must
Increase income &
compliance
Must
Must
Not Waste money
Comply & get full
Service Benefit
Pressure to
on Pressure to
Price onWe Price basedPrice on Customer
Customer Perception of
Provider PoV
PoV
Value
Pressure to
Those
Pressure to
Citizen that can
Not to Pay (use and those that can’t, Pay
To
pay, pay
alternatives)
pay in kind.
(use legal method)
33. Day 4 - How to Cause the Change?
Overcoming Implementation “Yes, buts…”
YES BUT 2 - OBSTACLES? WIN:WIN SOLUTION
OBS1.1
New Fair &
Enforceable
By-laws not yet
drawn up
IO1.1
City Council
SWMU prepare
draft by-laws by
Enforcement Agency
INJ 1
We have FAIR and (Self)
ENFORCEABLE By-Laws
Jan08
YES BUT 1 - NEGATIVES?
INJ 1.1
Community
Leaders
appointed to
SWMU
committee
PUDE 1.1
Community
unrest due to
enforcement
Service Providers
OBS 2.1
OBS 2.2
IO 2.1
INJ 2
We know when & where to
invest and when not to…
IO 2.2
Pricing Authority
OBS 3.1
OBS 4.1
OBS 4.2
INJ 2.1
IO 3.1
IO 4.1
IO 4.2
INJ 3
We Price based on
Customer Perception of
Value
Good Citizens
INJ 4
Those Citizen that can
pay, pay and those that
can’t, pay in kind.
INJ 3.1
PUDE 2.1
PUDE 3.1
INJ 3.2
PUDE 3.2
INJ 4.1
PUDE 4.1
INJ 4.2
PUDE 4.2
34. Testing within the Public Sector
How do we apply the process in the Public Sector?
Participants representing all
stakeholders at the beginning…
The (nervously excited) facilitator
…
Active (and fun) participation in
the African Sun…
System Process Map, Conflicts & solutions developed by proud participants…
35. Testing within the Public Sector
What has been the Stakeholder feedback?
1. I’m Very grateful on my being able to fully participate. We have seen that with TOC, Goals are
possible (even if they look impossible) and that the key is to find win-win solutions and focus
on weakest link – City Councilor
2. I did not expect much but now have seen it is possible to work with all the stakeholders as our
real goal (to improve the lives of everyone in our community) is the same – Private Contractor
3. Discovered that we had a very big gap in our system. Previously thought we can only close it
by getting more / new equipment. Now Leant that I get more with the same equipment using
TOC approach - Private Contractor
4. I learned about that “cost of doing nothing” can be very high. In the health sector the “cost of
doing nothing” is a matter of life and death. TOC showed that optimizing our capacity can be
achieved even with less resources by improving the efficiency of available resources – Doctor
5. I learned the need for planning and that the impossible can be possible - Chairman of a
community settlement
6. TOC can even help to address the political issues – Councilor
7. My expectation was low at start of workshop, but have learned the need and benefit for
everybody’s (all stakeholders) participation using this TOC process- Council officer
8. learned that TOC is a window that gives a chance to look at the challenges we face in a
different perspective - University lecturer
36. Testing within the Public Sector
What has been the Stakeholder feedback?
9. Learned I should avoid multitasking and do one thing at a time - Hospital manager
10. Learned the importance of defining the problem precisely before dealing with it - Deputy mayor
11. Learned that the best solution comes by asking the right question – Councilor
12. Learned that the solution to our constraints is within ourselves – Contractor
13. Learned I should not wait for more/new resources but (using TOC) can start with what we have
to do more with the same resources – Habitat for Humanity officer
14. Revisited the pricing conflict and realized that there is a way of agreeing on the right price with
customers – Contractor
15. A long time since I have been to school – but learned to accept my limitations and focus on
exploiting what we have first before asking for more - Small contractor
16. The bottleneck is always on the top – so I could be the weakest link – Owner
17. I will go and find out the weakest link in the process I lead - Operations manager
18. I learned that if you can or you can‘t, you are right. – The coin has two sides and each is
necessary- Lecturer
19. I‘m now inspired to take a new direction in our company and (using TOC) think I can now find
out why we are not able to provide the service to the satisfaction of the client - Small operator
38. Lessons Learned & Next Steps
Moving from Analysis & Planning to Execution…
1. It is possible to “Do MORE with LESS in LESS TIME” using TOC’s 5FS
within Public Sector with all stakeholders…
by finding ways to close SUPPLY-DEMAND GAP from both sides quickly…
GAP
800 ton /day
Collected
200 ton/day
TODAY
GAP
400 ton /day
Waste
Collected
400 ton/day
AFTER “EXPLOIT”
100 ton /day
Waste
Collected
700 ton/day
AFTER “ELEVATE”
2. Three Important steps in analysis (which should not be skipped):
a)
b)
c)
Make sure ALL stakeholders are present/represented in workshops
Recognizing past achievements (but show current & future GAP)
Getting agreement which current/planned Projects can be stopped to release the capacity
/ budget needed to fully resource constraint focused projects
3. “Vision without Execution is a Hallucination”
Capacity Building (without follow-up and follow-through) will not deliver any significant
and sustainable results (to close GAP and keep it closed)
46. What is the impact of BETTER + FASTER on
CHEAPER?
CHEAPER
The Total Cost per
Quality Service Unit
(should) go down
(even more)
Governments increase
QUALITY THROUGHPUT
with the same Resources
Governments are able to
increase the SERVICE
QUALITY & COVERAGE
with same resources
BETTER
Are there any other
ways TOC can help to
better exploit limited
Budgets?
Governments reduce
AVOIDABLE COSTS
due to reducing
rework, expediting, overti
me etc.
Governments are able to
increase SERVICE
SPEED with same
resources
FASTER
47. CASE 3: EMERGENCY RELIEF AGENCY
Reducing budget losses due to “use-it-or-lose-it” policy
Cash not used should be returned
Hungry People
Cash
Constraint
Central
Bank
Account
Region 1
Bank
Account
Suppliers
Region 1
Distr Center
Region 1
Emergency
Relief
Region 2
Bank
Account
Suppliers
Region 2
Distr Center
Region 2
Emergency
Relief
Region N
Bank
Account
Central
Cash Buffer
Suppliers
Region N
Distr Center
Region N
Emergency
Relief
Food
Donors
Cash / Food allocated based on Regional
Central
Food Buffer Forecast in $ and/or Tons of aid needed
Central
Distr
Center
Food Aid not used should be returned
IF there there is 1) a real fear of under-forecasting aid required (people could die) AND
2) an unwritten rule of ―Use-it-or-lose-it‖ THEN
How much of the excess CASH and FOOD will ever be returned to the Central buffers?
Share Success Stories
to secure more
donations / donors
49. Good Early Warning Measurements
What is the best way to measure if we are achieving BETTER, FASTER, CHEAPER?
Cumulative Flow Diagrams
Higher
WIP
WIP
Longer
Supply LT
Supply
Lead Time
Time
Longer
Supply LT
Time
Time
QUALITY THROUGHPUT
PRODUCTIVITY
25% Late /
Not served
20%
15%
Operational Productivity = $T/$OE or QT/OE
Productivity
75% of On-time / Coverage
Higher
WIP
15%
10%
10%
5%
0-5d
5-10d
10-15d
15-20d 20-25d
25-30d
30-35d
35-40d
> 40d
Time in Days
Productivity = Rate at which system is generating goal units (Output or Quality Throughput)
Rate at which system is spend or investing money (Input or Operating Expenses)
50. SUMMARY OF KEY INSIGHTS
DOING IT BETTER
• What is the constraint to achieving better quality and coverage ? The Capacity Constraint or
Bottleneck … find it by looking for the backlog due to demand / supply gap…
• How to better exploit this constraint? Reduce capacity losses on bottleneck due to
starvation, blockage, downtime, rework etc. (capitalize on law of the weakest link)
DOING IT FASTER
• What is the constraint to increasing speed? Time to complete tasks on longest chain of
dependent tasks (Critical Chain)…
• How to better exploit constraint?: Reduce delays on critical chain due to multi-tasking,
waiting for decisions, unsynchronized priorities etc. (capitalize on law of improving flow)
DOING IT CHEAPER
• Where is the constraint? Available Budget
• How to better exploit constraint? Stop initiatives that wont contribute to the highest priority
objectives and remove any forms of “Use it or lose it” (capitalize on law of aggregation).
51. ABOUT THE PRESENTERS
Dr. Alan Barnard (PhD)
Dr. Alan Barnard is one of the leading experts in the world in Theory
of Constraints (TOC) frequently worked with Dr. Eli Goldratt, creator
of Theory of Constraints on large and complex projects around the
world. He is the CEO of Goldratt Research Labs (USA), Chairman of
Realization Africa (RSA), African Phosphates (RSA) and The
Odyssey Institute (USA). Alan is also a board member of TOCICO
and the Dr. Eliyahu M. Goldratt Foundation.
In 2009, Alan was awarded a PhD in Management of Technology &
Innovation, from the Da Vinci Institute in 2009 with a thesis titled
“How to identify and unlock inherent potential within organizations
(private & public) and individuals?”. Alan is also the author of 2
chapters in the McGraw Hill published Theory of Constraints
Handbook.
Alan is a past-President of SAPICS (2000 to 2002) and past-President of TOCICO (2003 to
2005) and serve on the judging panels of the Logistics Achiever Awards and Technology
Top 100.
He has worked with global companies such as ABB, BHP, Cisco, SAP, Random House
Publishing, Tata in the Private sector and also with UN DP, UN WFP and InWent in the
public sector on applying for example Theory of Constraints to City Councils in
Developing Countries in the Public Sector to help them identify and unlock inherent
potential to achieve more with the same resources in less time.
Average World GDP Growth been 3.5% = Doubling Time of 20 yearsAverage World GDP per Capita = $10,900 per person, South African = $10,500 (77), China = $35,000 (20), USA = $47,000 (7), Quatar =$88,000 (1)
Is the Average Demand MORE than the Available Supply Capacity or Simply more than the Productive Supply Capacity (less waste)?
Thomas Malthus: An Essay on the Principle of Population 1798. Predicted a pessimistic view on the dangers of overpopulation & claimed that food supply was the main limit to population growthMalthus believed the population increases exponentiallywhereas food supply will after some period only grow linearly (2,4,6,8etc) being limited by availability of productive land and water.
Many of the emerging markets and even the developed markets are facing a large and growing affordable housing shortage problem.Even the UK, they are estimating a shortage of 750,000 homes by 2025
When I did this project, Cash donations were around $2b and Food Aid around 3.5million tons/annum, feeding over 80 million people
When I did this project, Cash donations were around $2b and Food Aid around 3.5million tons/annum, feeding over 80 million people